Work & Organizations

Research has shown that commitment and well-being at work are fostered by a sense of being treated fairly, and that withdrawal or antagonistic behaviours stem from a sense of being treated unfairly. However, feeling fairly treated is not limited to “a fair pay for a fair day of work”. It also relates to the way in which decision-making processes and human interactions are assessed. A two-step heuristic process has thus been developed to help managers build environments that employees consider fairer.

Work is changing and so is society as a whole. Debates on its future have been particularly animated over the past three years, (re)launched by discussions on digital technologies, self-employment, individuals with multiple careers (slashers), universal income, or questions of new forms of management, solidarity and governance.

Whilst policies have now been implemented to create gender equality, there are other under-represented groups who experience significant barriers in reaching the top, and receive little support in tackling them – one of which, being migrants.

Many people are announcing the end of management. For some, management can no longer be viewed as the formalisation of delegated decision. For others, the increased complexity of companies implies that managers will disappear to give free rein to local initiatives.

From large groups to start-ups, virtual multicultural teams are no longer the exception. Employees are required to work remotely. They need to take time differences into account when they interact and internet communication limits their ability to decode messages.

One of the main features of the processes initiated by the expansion of digitalisation and the development of artificial intelligence, which is currently establishing itself as the only and inevitable means of “progress” in the future, is the desire to conquer and "ideologically" transform managers and organisations portrayed as "ill-adapted, or even obsolete".

Are you in touch with how your emotions at work impact the organisation or your co-workers? Are you able to regulate your feelings so as to make best use of them in a given situation? If so, you probably score well for emotional intelligence (EI)…. And surely that’s a good thing!

“They could see that I was there to make them grow”, “I can’t get my subordinates to do any work”, and so on. These types of comments from company managers in the French expatriate community raise serious questions about the way that they envisage relations with their foreign colleagues.

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